Another post I found interesting is a little bit of a tangent to the topic. The role definitions discussed are very important and they make sense to me. They also seem like roles that can actually be implemented in real life.
However, in order to make them operationally successful, there is more than defining roles and responsibilities, but there is also the need to create an organizational structure that supports the authority for each role to carry out their responsibilities. This is one area that I have seen our own organization have trouble with. The theory of EA's value can run head long into entrenched interests and differences in opinion between Business leaders and EA/IT leaders on the correct direction for almost all IT decisions. This conflict is further complicated when financial resources/control are taken into account. Who controls the $$$ wants to control the decisions.
The paper referenced by this link gives an outline for setting up these lines of authority
https://www.cebglobal.com/blogs/3-principles-for-structuring-enterprise-architecture-groups/
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